I am Mustafa Mahmoud

Maintenance & Management Consultant

X- Maintenance Manager at ELARABY GROUP

13+ Years Practical Experience

Professional Trainer of Global Maintenance Management ,

Mechanical Engineering and Pneumatic systems
 Global Maintenance Management
20 Sessions
CMRP - Program
Maintenance Management. 01
Corrective Maintenance Policy 02
Root Cause Failure Analysis 03
Preventive Maintenance Policy 04
Total Productive Maintenance 05
Predictive Maintenance Policy 06
Planned Maintenance 07
Key Performance indicators 08
Reliability R(T) 09
Proactive Maintenance Policy 10
Business & Management 11
Manufacturing Process Reliability 12
Equipment Reliability 13
Organization & Leadership 14
Work Management 15
 Ground Rules

− Ask as many questions as you like.

− Share your experiences and ideas .
− Feel free to discuss.
− Listen to and consider other views.
− Use the opportunity for networking.

Questions 60 mints
Raise hand Share Knowledge Silent mode
Session 01
20 Sessions – September 13, 2024
 What do you know about?
We will be discussing 06 sections as shown in the next table

What is the Maintenance Leader What is the meaning of

Section 01 Section 04
features. management.

Why should the leader be effective Road map for maintenance

Section 02 Section 05
and efficient Policies.

Comparison between
Maintenance Actions
Section 03 What is the meaning of maintenance. Section 06
(Correction, Corrective &
Preventive)
 Item Key

Question 1 a

1. Which performance result best shows a maintenance and reliability manager that the scheduled

maintenance activities being implemented are effective?

a. Hours spent on unscheduled maintenance have decreased

b. Maintenance cost per unit of production has decreased

c. Total annual maintenance cost has decreased

d. Production rate has increased

 Item Key

2 c
Question

2. A large manufacturing company installed some asset monitoring device on some large motors that

were deemed critical equipment. The monitoring devices provide engineering with vibration data,

acoustic data, as well as operational performance data. What asset management strategy has the

company selected for the motors?

a. OBM (Operational Based Maintenance/CM (Corrective Maintenance)

b. PM (Preventive Maintenance/OBM Operator Based Maintenance)

c. CBM (Conditioned Based Maintenance)/PDM (Predictive Maintenance)

d. CBM (Condition Based Maintenance/CM (Corrective Maintenance)

 Item Key

Question 3 b

3. In healthy maintenance & reliability organizations, PM & PDM tasks:

a. Should be the only existing maintenance philosophies

b. Should be developed using FMEA/RCM methodologies
c. Should be existing as per OEM recommendations
d. Should be applies on all organization physical assets
Strategy

Translate business goals into maintenance and reliability goals that support an

organization’s business goals.

Reliability is
Business Competitive
Success Advantage

Operational
Excellence

Operational • Maintenance and Asset

Uptime Management
Perfection
 Asset
Management
Organizational Plan and Organizational objectives Policy

Strategic Asset management plan (SAMP) Asset Management objectives

Plans For
Asset Management Plans Developing asset
Management
system

Implementation of asset management Plan

asset
Asset Portfolio Management
system

Performance Evaluation and improvements

Create Strategic Direction and Plan for M&R Operation
Strategic Planning Tools :
Balance Scorecard
Pillar 1 Business and Management
Concept and Strategy

Asset Management Cycle – Asset Life Cycle Phases

Dispose
Identify Create or
Operate and maintain and / or
Need Acquire
Replace

Sell,
Identify Install and
Select Purchase Operate and maintain Recycle, and
Need Configure
on /replace

Operate and Manage

Identify Commissio
Design Construct maintain Decommission Residual
Need n
Liabilities
Pillar 1 Business and Management
Concept and Strategy

Asset Management Cycle – Asset Life Cycle Phases

Pillar 1 Business and Management
Concept and Strategy
Asset Management Cycle – Asset Life Cycle Phases
CAPEX OPEX
Development Investment
Costs Costs Operating Costs
Cost

End Life / Renew

anufacture

ommission

Time
Construct
Concept

Operate / Maintain
Design
Pillar 1 Business and Management
Concept and Strategy

Asset Management Cycle – Asset Life Cycle Phases – Effect of early Asset life cycle interventions

Asset B, 30% Asset B, 20% Asset B, 20%

Asset B

Asset A, 15% Asset A, 50% Asset A, 50%

Asset A

InitialCost Maintenance Operation

1. Maintenance Management.
Maintenance Cycle
1. What is the Maintenance Leader
features.
2. Why should the leader be effective
and efficient Maintenance
3. What is the meaning of
maintenance.
Strategy and
4. What is the meaning of
Philosophy
management.
5. Road map for maintenance
Policies.
Emergency
Work

Planning and Maintenance Measuring and

Scheduling Execution evaluation

Analysis
Pillar 1 Business and Management Reliability
Centred
Maintenance
RCM

Concept and Strategy Risk based

inspection
What RBI
To Do
Maintenance
Best
Strategy and Practices and
experiences
Philosophy
How
To Do
Vendor
Recommenda
tion

Asset
Management 1. Effectiveness
2. How Much
3. Safety , Risk and
Certainty
Maintenance
Leader

Systematic

Reference

Manual (Vendor Recommendation)

Best Practise & Experience (Internal Benchmark &

External Benchmark)

Risk Based Maintenance RBI

Reliability Centred Maintenance RCM

 Risk Based Inspection

Consequence
History of failure

Data Information and Risk Inspection Mitigation

Collection Ranking Plan (If any)

Probability of
failure

Re-
assessment
 Risk Based Maintenance / Reliability centred Maintenance

Consequence
History of failure

Data Information and Risk Maintenance Mitigation

Collection Ranking Plan (If any)

Probability of
failure

Re-assessment
How Could I
start with?
How Could I
start with?
Basic Steps of Management Process

Building an
Establishing a
Understanding Determination organizations
plan to achieve
Function of objectives to carry out the
the objective
plan

Setting up control systems to check if

the plan and organization are meeting
the objectives if necessary
Pillar 1 Business and Management
Create Strategic Direction and Plan for M&R Operation
Strategic Planning Tools :
Balance Scorecard
 Finance

Customer

Goals

Internal Process

Learning and Growth

‫‪1.‬‬ ‫‪Maintenance Management.‬‬

‫‪1. What is the Maintenance Leader‬‬

‫‪features.‬‬
‫يستخدم الموارد بكفائة وفاعلية بهدف االلتزام بالموازنة‬ ‫المالية‬
‫‪2. Why should the leader be effective‬‬
‫‪and efficient‬‬
‫ينفذ المهام المكلف بها وفقا لمعايير الجودة المحددة بهدف إرضاء العميل‬ ‫العميل‬
‫‪3. What is the meaning of maintenance.‬‬
‫(الداخلى والخارجي)‬
‫‪4. What is the meaning of‬‬
‫‪management.‬‬
‫‪ .1‬ينفذ بنود برامج الصيانة الوقائية الخاصة بكل ماكينة بهدف رفع مستوى أداء‬ ‫العمليات الداخلية‬
‫‪5. Road map for maintenance‬‬
‫‪Policies.‬‬ ‫الماكينات‪.‬‬

‫‪ .2‬يستكمل تسجيل نموذج الصيانة الدورية لوضع االجراءات التصحيحية للبنود‬

‫التى لم تنفذ‬
‫‪ .3‬يسلم الماكينة بعد الصيانة تعمل بكفائة وفاعلية‬
‫‪ .4‬إستالم (أمر شغل الصيانة التصحيحية ) بهدف البدء فى العمل عليه‬
‫‪ .5‬يكشف عن العطل الموجود بالماكينة بهدف البدئ فى عملية االصالح‬
‫‪ .6‬يراقب الماكينة أثناء التجربة بعد تمام االصالج للتاكد من كفاءة جودة‬
‫االصالح‬
‫‪1.‬‬ ‫‪Maintenance Management.‬‬ ‫‪ .7‬يكتب إجراء االصالح (عملية االصالح ) وإستكمال جميع البيانات للتحليل والوصول‬ ‫العمليات الداخلية‬
‫‪1. What is the Maintenance Leader‬‬
‫‪features.‬‬ ‫لالسباب الجذرية‬
‫‪2. Why should the leader be effective‬‬
‫‪and efficient‬‬ ‫‪ .8‬ينفذ اعمال الصيانة المطلوبة للماكينات وتركيب قطع الغيار وفقا لتعليمات التشغيل‬
‫‪3. What is the meaning of maintenance.‬‬
‫للحفاظ على اتاحية الماكينة‬
‫‪4. What is the meaning of‬‬
‫‪management.‬‬ ‫‪ .9‬يشترك فى اعمال تركيب وتجهيز الماكينات الجديدة للتشغيل بكفائة وفاعلية بأقل وقت‬
‫‪5. Road map for maintenance‬‬
‫‪Policies.‬‬ ‫ممكن‬
‫‪ .10‬يحفاظ على العدد واالدوات المستخدمة بهدف الحفاظ على االتاحية و ‪ MTBF‬و‬
‫‪MTTR‬‬
‫‪ .11‬تحليل االعطال للوصول لالسباب الجذرية‬
‫‪ .12‬ينفذ تعليمات االمن والسالمة‬
‫‪ .13‬يشارك فى إعداد قوائم الماكينات والمعدات‬
‫‪ .14‬يشارك فى إعداد وتنفيذ برامج الصيانة‬
‫‪ .15‬يشارك فى إعاداد وتنفيذ خطط الصيانة‬
‫‪ .16‬يشارك فى مشاريع التحسين المستمر بهدف زيادة االتاحية وتحسين مؤشرات‬
‫‪MTBF & MTTR‬‬
‫‪1.‬‬ ‫‪Maintenance Management.‬‬

‫‪1. What is the Maintenance Leader‬‬

‫‪features.‬‬
‫‪2. Why should the leader be effective‬‬
‫‪ .1‬يحصر على إكتساب المعارف والمهارات‬ ‫التعليم والنمو‬
‫‪and efficient‬‬
‫‪3. What is the meaning of maintenance.‬‬

‫‪4. What is the meaning of‬‬

‫‪management.‬‬ ‫‪ .2‬يحرص على إستخدام أقل كم من موارد الطاقة المتاحة بما يحقق له الجودة‬
‫‪5. Road map for maintenance‬‬
‫‪Policies.‬‬

‫المطلوبة وسالمة االفراد والمنشات والمعدات والماكينات‬

‫‪ .3‬يدرك بان ترشيد إستهالك الطاقة داخل وخارج العمل هى مسئولية لها نفس‬

‫االهمية والتاثير على المجتمع والبيئة‬

1. Maintenance Management.

1. What is the Maintenance Leader

features.
2. Why should the leader be effective
Systematic
and efficient
3. What is the meaning of maintenance.

4. What is the meaning of

management.
5. Road map for maintenance
Policies.

Maintenance
Proactive leader Smart

Visual
Maintenance Leader

Systematic

Reference

Technical
Standards

Management
Standards
Activity
What Will happen, If?
Maintenance
Leader

Systematic

Reference

Manual (Vendor Recommendation)

Best Practise & Experience (Internal Benchmark &

External Benchmark)

Risk Based Maintenance RBI

Reliability Centred Maintenance RCM

 Risk Based Inspection

Consequence
History of failure

Data Information and Risk Inspection Mitigation

Collection Ranking Plan (If any)

Probability of
failure

Re-
assessment
 Risk Based Maintenance / Reliability centred Maintenance

Consequence
History of failure

Data Information and Risk Maintenance Mitigation

Collection Ranking Plan (If any)

Probability of
failure

Re-assessment
System SMART
 System SMART

Relevant
Attainable
Specific Measurable (Relative To Time Frame
(Agreed)
objectives)
 SMART

SPECIFIC

5W-1H

What

When

Where

Who

Why

How
 SMART

SPECIFIC

5W-1H

What

System

Sub-System

Equipment

Sub-unit

Maintainable Item
(component)

Part
 Industry
Taxonomy classification
Business with taxonomic levels
Category
Use / Location
ISO 14224:2016(E)
Installation

Plant/unit category

Section/System

Equipment class/ unit

Equipment
Subunit
Subdivision

Component /Maintainable item

Part
 Activity

Role Play
Global Maintenance
Management – CMRP
Program
Activity
Role Play
 Press
400 Ton

Quality Check
Sheet Feeder Shuttle Presses 400 A-B-C
Sheet Belt
 Press A,B,C
‫ مكبس أ – ب‬-‫ج‬

Power Clutch and Lubrication Overload

Transmission Brake Circuit circuit

Balanced Slide Hydraulic

Die Cushion
Cylinder Adjustment Clamp Circuit
 ‫‪Power transmittion‬‬
‫نقل الحركة‬

‫‪inverter‬‬ ‫‪Electric motor‬‬ ‫‪Drive pulley‬‬ ‫‪V-Belt‬‬ ‫‪Fly Wheel‬‬

‫انفرتر‬ ‫موتور كهربي‬ ‫طمبورة قائد‬ ‫سير‬ ‫الحدافة‬

‫‪encoder‬‬
‫انكودر‬

‫‪Pinion gear‬‬ ‫‪Drive Shaft‬‬ ‫‪Clutch & Brake‬‬

‫ترس‬ ‫عمود دوران قائد‬ ‫الكالتش والفرامل‬

‫‪Press‬‬ ‫‪Main gear‬‬

‫مكبس‬ ‫ترس يمين‬

‫‪Front crank‬‬ ‫‪Rear crank‬‬ ‫‪Rear crank‬‬ ‫‪Front crank‬‬

‫‪support‬‬ ‫‪Crank shaft‬‬ ‫‪support‬‬ ‫‪support‬‬ ‫‪Crank shaft‬‬ ‫‪support‬‬
‫حامل الكرنك‬ ‫عمود الكرانك يسار‬ ‫حامل الكرنك‬ ‫حامل الكرنك‬ ‫عمود الكرانك يمين‬ ‫حامل الكرنك‬
‫االمامي يسار‬ ‫الخلفي يسار‬ ‫الخلفي يمين‬ ‫االمامي يمين‬

‫‪Connecting Rod‬‬ ‫‪Connecting Rod‬‬

‫ذراع التوصيل يسار‬ ‫ذراع التوصيل يمين‬

‫‪Press Ram‬‬
‫رامة المكبس‬
Power Transmission
‫نقل القدرة‬
 Power Transmission
‫نقل القدرة‬

inverter Electric motor Drive pulley V-Belt Fly Wheel

‫انفرتر‬ ‫موتور كهربي‬ ‫طمبورة قائد‬ ‫سير‬ ‫الحدافة‬

encoder
‫انكودر‬

Pinion gear Drive Shaft Clutch & Brake

‫ترس‬ ‫عمود دوران قائد‬ ‫الكالتش والفرامل‬
 ‫‪Left Gear‬‬ ‫‪Driven Gear‬‬ ‫‪Right Gear‬‬
‫ترس يسار‬ ‫الترس المنقاد‬ ‫ترس يمين‬

‫‪Front crank‬‬ ‫‪Rear crank‬‬ ‫‪Rear crank‬‬ ‫‪Front crank‬‬

‫‪support‬‬ ‫‪Crank shaft‬‬ ‫‪support‬‬ ‫‪support‬‬ ‫‪Crank shaft‬‬ ‫‪support‬‬
‫حامل الكرنك االمامي‬ ‫عمود الكرانك يسار‬ ‫حامل الكرنك الخلفي‬ ‫حامل الكرنك الخلفي‬ ‫عمود الكرانك يمين‬ ‫حامل الكرنك االمامي‬
‫يسار‬ ‫يسار‬ ‫يمين‬ ‫يمين‬

‫‪Connecting Rod‬‬ ‫‪Connecting Rod‬‬

‫ذراع التوصيل يسار‬ ‫ذراع التوصيل يمين‬

‫‪Press Ram‬‬
‫رامة المكبس‬
 ‫‪Power‬‬
‫‪Transmission‬‬
‫نقل القدرة‬

‫‪inverter‬‬ ‫‪Electric motor‬‬ ‫‪Drive pulley‬‬ ‫‪V-Belt‬‬ ‫‪Fly Wheel‬‬

‫انفرتر‬ ‫موتور كهربي‬ ‫طمبورة قائد‬ ‫سير‬ ‫الحدافة‬

‫‪encoder‬‬
‫انكودر‬

‫‪Pinion gear‬‬ ‫‪Drive Shaft‬‬ ‫‪Clutch & Brake‬‬

‫ترس‬ ‫عمود دوران قائد‬ ‫الكالتش والفرامل‬

‫‪Press‬‬ ‫‪Main gear‬‬

‫مكبس‬ ‫ترس يمين‬

‫‪Front crank‬‬ ‫‪Rear crank‬‬ ‫‪Rear crank‬‬ ‫‪Front crank‬‬

‫‪support‬‬ ‫‪Crank shaft‬‬ ‫‪support‬‬ ‫‪support‬‬ ‫‪Crank shaft‬‬ ‫‪support‬‬
‫حامل الكرنك‬ ‫عمود الكرانك يسار‬ ‫حامل الكرنك‬ ‫حامل الكرنك‬ ‫عمود الكرانك يمين‬ ‫حامل الكرنك‬
‫االمامي يسار‬ ‫الخلفي يسار‬ ‫الخلفي يمين‬ ‫االمامي يمين‬

‫‪Connecting Rod‬‬ ‫‪Connecting Rod‬‬

‫ذراع التوصيل يسار‬ ‫ذراع التوصيل يمين‬

‫‪Press Ram‬‬
‫رامة المكبس‬
 SMART

SPECIFIC
Presses 400
Ton
5W-1H

What Press 400 B

Power
Transmission
System Right
Connecting Rod
Sub-System Worm Gearbox

Equipment Housing

Sub-unit

Maintainable Item Broken

(component)
Part

Job-Definition
 Indoor

Outdoor

Welding
SMART SPECIFIC 5W-1H Where
Workshop

Manufacturi
ng Workshop

Contractor
 Date

SMART SPECIFIC 5W-1H When

Duration
 Mechanical
Engineer

Electrical
Engineer

Mechanical
Technicians
SMART SPECIFIC 5W-1H Who
Electrical
Technicians

Welder

ETC
 Corrective

Preventive

SMART SPECIFIC 5W-1H Why

Predictive

Proactive
 Manpower

Material

Method
SMART SPECIFIC 5W-1H HOW 5m+1
Machine

Measurem
ents

HSE
 SPECIFI Skill
SMART 5W-1H HOW 5m+1 Manpower
C Matrix
 0- No
competence

1- low
Competence

2- Some
HOW 5m+1 Manpower Skill Matrix Competence

3-High
Competence

Expert
 Sub Skill No.1

Sub Skill no.2

Manpower Skill Matrix Main Skill

Sub Skill No.3

ETC
Skill Matrix Example Selection
Lubrication
Maintenance

Types

Assembly &
Pumps
Disassembly

Overhaul

Hydraulic
Types

Direction Assembly &

Control Disassembly

Overhaul
Valves
Types

Pressure Assembly &

Valves Disassembly

Types Overhaul

Assembly &
Actuators
Disassembly

Overhaul
 Spare Part Item + Model +
HOW 5m+1 Manpower Material Code
Description manufacture
Spare Part Example

Air Filter AME350C-N-03 SMC

Item Model Manufacture

 Standard
Operating
procedure
SMART SPECIFIC 5W-1H HOW 5m+1 Method

Working
Instructions
 Toolbox
List
SMART SPECIFIC 5W-1H HOW 5m+1 Machine
Special
Tools
 Chain
Elongation

Belt Tension

HOW 5m+1 Measurements +/-

Alignment

ETC
SMART SPECIFIC 5W-1H HOW 5m+1 HSE
 ‫العمالة‬ ‫‪.1‬‬
‫قطع الغيار‬ ‫‪.2‬‬
‫العدد واالدوات‬ ‫‪.3‬‬
‫طريقة العمل‬ ‫‪.4‬‬
‫القياسات‬ ‫‪.5‬‬

‫‪.6‬االمن والسالمة‬
 ‫العمالة‬ ‫‪.1‬‬
‫قطع الغيار‬ ‫‪.2‬‬
‫العدد واالدوات‬ ‫‪.3‬‬
‫طريقة العمل‬ ‫‪.4‬‬
‫القياسات‬ ‫‪.5‬‬

‫‪.6‬االمن والسالمة‬
 ‫العمالة‬ ‫‪.1‬‬
‫قطع الغيار‬ ‫‪.2‬‬
‫العدد واالدوات‬ ‫‪.3‬‬
‫طريقة العمل‬ ‫‪.4‬‬
‫القياسات‬ ‫‪.5‬‬

‫‪.6‬االمن والسالمة‬
 ‫العمالة‬ ‫‪.1‬‬
‫قطع الغيار‬ ‫‪.2‬‬
‫العدد واالدوات‬ ‫‪.3‬‬
‫طريقة العمل‬ ‫‪.4‬‬
‫القياسات‬ ‫‪.5‬‬

‫‪.6‬االمن والسالمة‬
 ‫العمالة‬ ‫‪.1‬‬
‫قطع الغيار‬ ‫‪.2‬‬
‫العدد واالدوات‬ ‫‪.3‬‬
‫طريقة العمل‬ ‫‪.4‬‬
‫القياسات‬ ‫‪.5‬‬

‫‪.6‬االمن والسالمة‬
System SMART

Measurable

Key performance
Indicators KPI’s
System SMART

Attainable
(Agreed)

Agreed by boot the

manager and the
person being
appraised
What if not Agreed ?
 Maintenance: What & Why?

Past and current maintenance practices in both the private and

government sectors would imply that,

Maintenance is the actions associated with equipment repair after it

is broken!!
Maintenance: What & Why?

The dictionary defines maintenance

The work of keeping something in proper condition; upkeep.

 Maintenance: What & Why?

IDEALLY

Maintenance is performed to keep equipment and systems running

efficiently for at least design life of the component(s).

Operations & Maintenance

Best Practices Release 3.0
Federal Energy Management Program
FEMP
1. Maintenance Management.

1. What is the Maintenance Leader

features.
What is maintenance and why is it performed?
2. Why should the leader be
effective and efficient
3. What is the meaning of Maintenance Definitions
maintenance.
4. What is the meaning of
management.
Past and current maintenance practices in both the private and government
5. Road map for maintenance sectors would imply that maintenance is the actions associated with equipment
Policies.
repair after it is broken.

The dictionary defines maintenance as follows: “the work of keeping something in

proper condition; upkeep.”

Unfortunately, data obtained in many studies over the past decade indicates that
most private and government facilities do not expend the necessary resources to
maintain equipment in proper working order. Rather, they wait for equipment
failure to occur and then take whatever actions are necessary to repair or replace
the equipment
1. Maintenance Management.

1. What is the Maintenance Leader

features.
What is maintenance and why is it performed?
2. Why should the leader be
effective and efficient
3. What is the meaning of Maintenance Definitions
maintenance.
4. What is the meaning of
management.
Ideally, maintenance
5. Road map for maintenance is performed to keep equipment and systems running efficiently for at least design
Policies.
life of the component(s). As such, the practical operation of a component is time-
based function.

Failure Rate (t)

Infant Wearout
Useful Life Period
Mortality Period

Decreasing Increasing
Constant Failure Rate
Failure Rate Failure Rate
What is The difference between Effectiveness and efficiency ?

Efficiency

Resources PROCESS Output

1. Manpower
2. Material Effectiveness
3. Method
4. Machine
Target
5. Measurements
6. HSE
What is Effectiveness?

− Effectiveness ‘Doing the right thing’

− And Efficiency ‘Doing the thing right’.

Efficiency

− Equipment Effectiveness relates to the ability of a Resources PROCESS Output

piece of Equipment to produce repeatedly what it is 1. Manpower
intended to produce, i.e., value. 2. Material Effectiveness
3. Method
4. Machine
− Equipment Efficiency refers to its ability to perform 5. Measurements Target
well at the lowest overall cost 6. HSE
Resources

Manpower
Equipment : Pump Unit Money
Required :-
1- Motor Bearing replacement
2- Qty.2 bearing 6205 ZZ
3- 2 manhours Measurem
ent Material

Machine Method
Does IT ? Bearing Replaced Successfully
but The technician consumed 4
1. Effective bearing
2. Efficient
3. Ineffective & Inefficient
4. Effective & Efficient
Does IT ?

1. Effective
2. Efficient Bearing Replaced Successfully
in due date and with the
3. Ineffective & Inefficient planned spare parts
4. Effective & Efficient
 What Will happen, If ?

Effective Ineffective

Cost under control but fails to

Succeed at Minimum cost.
succeed.
Efficient
The company thrives
The company is bankrupting slowly

An expensive failure.
Succeeds at a high cost.
inefficient
The company is bankrupting fast
The company exists

Work smarter, not harder. You'll become far more effective in achieving your goals and vision
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab. Risk Area
6. How to analyze the failures by Failure
using problem solving tools.
7. How to create Root cause work
order. Potential Failure
8. Troubleshooting process steps.
Equipment Call for Repair
9. Case studies
Condition
Early failure
Call for service

Good Condition
 Vendor Recommendation “ Manual”
Preventive Action
Equipment Condition
Health Condition

Performance

Timing Belt

Time
 No - Vendor Recommendation “ Manual”
Visual Inspection Preventive Action
Equipment Condition
Health Condition

Performance

Damaged
Timing Belt

Time
 Failure – Based
Equipment Condition Maintenance
Health Condition

Performance

Broken
Timing Belt
Functional
Failure

Time
 Condition – Based Potential
Equipment Condition Maintenance Failure P-F
Health Condition

Performance

Measure

Measure
Measure

Measure
Failure
Start “Early
Ultrasonic Belt
failure”
Tension meter

Time
 Health Condition
Equipment Condition
Performance

Risk based

Time - Based

Condition Based

Failure - Finding
Time

Failure Based
Condition – Based Maintenance Potential
Failure P-F
Failure 1.5 %
Equipment Condition

Start “Early
failure”
Health Condition

Performance

Measure
0.7%
6 Months

Measure
12 Months Chain
Elongation
Net PF= FF-
Random failure from 12 to PF/3=from 1 to 2
18 months months
FF

Time
Condition – Based Maintenance Potential
Failure P-F
Failure 1.5 %
Equipment Condition

Start “Early
failure”
Health Condition

Performance

Measure
0.7%
12 Month

Measure
18 Month Chain
Elongation
Net PF= FF-
PF/3=2 months
24 Month
FF

Time
1. Maintenance Management.

1. What is the Maintenance Leader

features.

What is managing?!
2. Why should the leader be effective
and efficient
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

Plan
Know your goals and work Do wha
out to achieve them. th

108
 What is managing?!

Mo
n Organize o
ls and work Do what is necessary to make m
ve them. the plan happen. sh
and
s

109
 What is managing?!

Lead
Motivate, Encourage, above
No
of all communicate with
to make m
members of your team to
n. show them they are valued
deci
and get the best out of them,
so they work effectively

110
 What is managing?!

Control
above
Not in the control- freak or
with
manipulative sense, but
m to
being direct, making
alued
decisions about how to work
them,
most effectively
vely

111
1. Maintenance Management.

1. What is the Maintenance Leader

features.

What is managing?!
2. Why should the leader be effective
and efficient
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

Plan Organi Lead Control

ze

112
1. Maintenance Management.

1. What is the Maintenance Leader

features.
2. Why should the leader be effective

What is managing?!
and efficient
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

Organizing:- Allocate the necessary

resources.
1. Maintenance Management.

1. What is the Maintenance Leader

features.
2. Why should the leader be

What is managing?!
effective and efficient
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

Assign work to your team member if

necessary ( a- Recruit a team b- Train
your team)
1. Maintenance Management.

1. What is the Maintenance Leader

features.
2. Why should the leader be

What is managing?!
effective and efficient
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

Coordinate with others

1. Maintenance Management.

1. What is the Maintenance Leader

features.
2. Why should the leader be

What is managing?!
effective and efficient
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

Delegate Work, Responsibility and

authority
anagement.

ntenance Leader

leader be
ficient
aning of What is managing?!
aning of

aintenance

Work Efficiently with minimal waste of

time and other resources
 What is managing?!

Assign work to your

Work Efficiently
Organizing:- Allocate team member if Delegate Work,
Coordinate with with minimal waste
the necessary necessary ( a- Responsibility and
others of time and other
resources. Recruit a team b- authority
resources
Train your team)
1. Maintenance Management.

1. What is the Maintenance Leader

features.
2. Why should the leader be effective
and efficient
What Does Management Mean?
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

119
1. Maintenance Management.

1. What is the Maintenance Leader

features.

What Does Management Mean?

2. Why should the leader be effective
and efficient
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

120
1. Maintenance Management.

1. What is the Maintenance Leader

features.
2. Why should the leader be effective
and efficient What Does Management Mean?
3. What is the meaning of
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies.

121
 Management

Planning Control

Process KPI’s

Stable Analysis

Standard
Information

Internal External
Manual Benchmark
Benchmark

Technical
Standard
History –
Work order
Management
Standards
Global Maintenance
Management – CMRP
Program
Activity
Could you please clarify the
current locations of the two
individuals: the manager
and the leader?
 Managing and Leading

What is the difference between managing and leading?!

Managing is turning leadership into action.

Leaders : set the overall direction and give vision.

Managers : Work out the detail in terms of organizing people, planning and budgeting.

In practice, however, the distinction between leader and manager may not be so clear-cut.

Your role may be team leader and your responsibilities will concentrate on the
detail tasks, systems and processes to ensure that the work Is completed.
Could you please clarify the
current locations of the two
individuals: the manager
and the leader?
Skill Will Matrix
 Skill Will Matrix

The Skill Will matrix is used to assess an individual’s skill level and willingness to perform a
specific task.

Knowledge of a person’s skill and will can help you to create a plan of action to help them to
achieve the desired results

Purpose of Matrix

The Skill Will Matrix helps you identify ways to manage people toward success.
The matrix allows you to understand different types of individuals and apply management or
coaching techniques that help them perform better.

129
 Skill : An individual’s
capabilities based on
his or her experience
with the task,
training, knowledge,
and natural ability.

Will : An individual’s
desire to complete a
particular task based
on attitude,
incentives,
confidence, and
personal feelings
about completing the
task.
High
GUIDE DELEGATE
will

DIRECT EXCITE
Low

Low Skill High

 GUIDE

GUIDE HIGH WILL/LOW SKILL

The enthusiastic beginner, new to a role, project or task:

− Coach and train.

− Answer questions, explain, encourage self-assessment.

− Create a risk free environment to allow early mistakes and learning.

− Relax control as progress is shown.

 DIRECT

DIRECT LOW WILL/LOW SKILL

The beginner to a role, project or task who may be nervous or have

already tried and failed
− First build the will by talking about what motivates and interests them.

− Provide clear briefing.

− Develop a vision of success.

− Build the skill by structuring tasks for quick wins.

− Sustain the will by frequent praise and feedback .

− Supervise closely with tight control and clear deadlines.

 EXCITE

EXCITE LOW WILL/HIGH SKILL

The skilled worker who needs attention" may be change or engagement

related"

− Identify reasons for low will.

− Develop intrinsic motivation, incentives, value alignment etc.

− Work on their confidence by developing a vision of how good they could be.

− Monitor with feedback and praise.

 DELEGATE

DELEGATE HIGH WILL/HIGH SKILL

The skilled worker who is looking for more opportunities to grow and
develop:

− Provide freedom to do the job-Set the objective not the methods.

− Praise, don't ignore.

− Encourage them to take responsibility and involve them in decision making.

− Take appropriate risks, include stretching tasks.

 High
GUIDE DELEGATE

GUIDE HIGH WILL/LOW SKILL DELEGATE HIGH WILL/HIGH SKILL

The enthusiastic beginner, new to a role, project or task: The skilled worker who is looking for more opportunities to grow and
develop:
− Coach and train.

− Answer questions, explain, encourage self-assessment. − Provide freedom to do the job-Set the objective not the methods.

− Create a risk free environment to allow early mistakes and learning. − Praise, don't ignore.

− Relax control as progress is shown. − Encourage them to take responsibility and involve them in decision making.

− Take appropriate risks, include stretching tasks.

will

DIRECT EXCITE

DIRECT LOW WILL/LOW SKILL EXCITE LOW WILL/HIGH SKILL

The beginner to a role, project or task who may be nervous or have already The skilled worker who is in need of attention" may be change or
tried and failed engagement related"
− First build the will by talking about what motivates and interests them.
− Identify reasons for low will.
− Provide clear briefing.
− Develop intrinsic motivation, incentives, value alignment etc.
− Develop a vision of success.
− Work on their confidence by developing a vision of how good they could be.
− Build the skill by structuring tasks for quick wins.
− Monitor with feedback and praise.
− Sustain the will by frequent praise and feedback .

− Supervise closely with tight control and clear deadlines.

Low
1. Maintenance Management.

1. What is the Maintenance Leader

features.
2. Why should the leader be
effective and efficient Maintenance Management
3. What is the meaning of is a systematic approach to minimize the equipment failures at low cost.
maintenance.
4. What is the meaning of
management.
5. Road map for maintenance
Policies. Main Targets:

Failure
Good

Minimize
Down time

Maintenance =
Unsafe Conditions

Cost Variance Good Safety

1. Maintenance Management.
Maintenance Management Cycle
1. What is the Maintenance Leader
features.
2. Why should the leader be
effective and efficient Maintenance
3. What is the meaning of
maintenance.
Strategy and
4. What is the meaning of
Philosophy
management.
5. Road map for maintenance
Policies.
Emergency
Work

Planning and Maintenance Measuring and

Scheduling Execution evaluation

Analysis
Global Maintenance
Management – CMRP
Program
Activity
Failure Definition
 What is the Failure?

• BS 3811: Failure is the termination of the ability of an item to perform its required function.

• Equipment fails, if it is no longer able to carry out its intended function under the specified
operational conditions for which it was designed.

• Failure is an event when machinery/equipment is not available to produce parts at specified

conditions, or purpose safely, reliably, and cost-effectively.

• For every failure, an action is required.

• This implies that the definition of failure should include operations, behavior, or product
applications that lead to dissatisfaction, or undesirable, unexpected side effects.
Pillar 3 EQUIPMENT RELIABILITY
3.3 Establish a strategic plan to assure reliability of existing equipment

Related Definitions: (According to ISO 14224 & JA1012)

Failure

Loss of ability to perform as required

Function

What the owner or user of a physical asset or system wants it to do.

Functional Failure

A state in which a physical asset or system is unable to perform

a specific function to a desired level of performance.

Pillar 3 EQUIPMENT RELIABILITY
3.3 Establish a strategic plan to assure reliability of existing equipment

Related Definitions: (According to ISO 14224 & JA1012)

This means that performance can be defined in two ways:

a. Desired performance (what the user wants the asset to do)

b. Built-in capability (what it can do)

Strategic Framework of success

VISION

Mission

Strategies

Goal

Action Plan
1. Maintenance Management. Common Maintenance Strategy (CMS)
1. What is the Maintenance Leader
features. Global Maintenance Management (GMM)
2. Why should the leader be
effective and efficient
3. What is the meaning of
maintenance.

4. What is the meaning of

management.
5. Road map for maintenance
Policies.
Strategy :
6. Comparison between planned
maintenance and corrective − Is a systematic method to achieve a certain objective
maintenance cost
− Is a high-level plan to achieve one or more goals

“Your success as a manager depends on making a common

strategy to be aware with everything on the organization like a
standard strategy for each department.”
1. Maintenance Management.

1. What is the Maintenance Leader

features.
Types of Maintenance
2. Why should the leader be British Standard 3811 classified maintenance types as :
effective and efficient
3. What is the meaning of
maintenance.

4. What is the meaning of Maintenance

management.
5. Road map for maintenance
Policies.

Planned Unplanned
Maintenance Maintenance

Planned
Preventive Unplanned Corrective
Corrective
Maintenance (Emergency) Maintenance
Maintenance

Time-based Condition-Based
Maintenance Maintenance
1. Maintenance Management.

1. What is the Maintenance Leader

features.
Types of Maintenance
2. Why should the leader be
effective and efficient • Refer To:- ISO (14224)
3. What is the meaning of
maintenance.

4. What is the meaning of Maintenance

management.
5. Road map for maintenance Before Failure After Failure
Policies.
Preventive Corrective
Maintenance Maintenance
Failure is the inability of a piece of
Testing, Inspection equipment, a system, or a plant to
meet its expected performance.

Condition
Monitoring

Periodic
 Maintenance Policy

Failure

Before failure After Failure

Failure is the inability of a
Planned piece of equipment, a system,
“Proactive” or a plant to meet its expected
Preventive performance.
Corrective
Condition Repairs PM/CBM
Based

Predictive
Repairs RTF
Proactive

TPM (OBM) Unplanned

Prescriptive
 Road Map for Maintenance Policies
What? When? How?
Unplanned
Maintenance Planned Maintenance
Current Maintenance Program
1- Failure-Based 2- Time-Based 3- Condition-Based 4- Risk-Based 5- Total-Based
(TQM)
Reactive (ReM): Preventive Predictive (PdM): Proactive (PaM): - OSM
- RTF (PM): - Oil analysis 1. Criticality analysis (SCE,PCE,..) - TPM
- CM − Calendar: - Vibration analysis 2. Trouble shooting - CMS
Improv
- BD Weekly - Temperature analysis ement 3. RCFA (Why-Why?) for CM W/o - EAM
- >>> Monthly - Pressure analysis 4. FMEA \ FMECA for Failure - >>> etc.
Uniform ±10% Mode
- Wear analysis
- Running: - Color analysis 5. Failure Finding (FF) for SCE
1000 R.H. - Efficiency analysis 6. Change Management
10000 K.M Most Effect Parameter International Standards: RBM /
RCM – RBI - RBT
 Maintenance Best Practice

Enterprise
Assets
Management
System Availability & Reliability

Asset
Integrity
Management
1970
RBM , Total
Productive
RCM, Maintenance
Conditioned – RBI,
Based RBT
Maintenance
Run to Preventive Maintenance Failure CMMS (CBM)
Failure Inspection Analysis

RCM Best
Practice

1930 1950 1960 1970 1980 1990 2000

Comparison between Maintenance Policies

Policy Approach Goals

Reactive Run to failure (fix-it when broke). Minimize maintenance costs for non-critical equipment.

Preventive Time or Use-based maintenance program . Minimize equipment breakdown.

Maintenance decision based on equipment Discover hidden failures and improve reliability for
Predictive
condition. critical equipment.

Proactive Detection of sources of failures. Minimize the risk of failures for critical systems.

Maximize the system productivity.

Global Integrated approach.
Comparison between Proactive maintenance approaches

Policy Approach Goals

RCFA Identification of root causes of failures. Eliminate failures.

FMECA Identification of criticality of Failures. Improve equipment availability.

Identification of hazards and problems associated

HAZOP Improve HSE effect.
with operations.

Determination of best maintenance requirements for Keep system function & improve
RBM / RCM
critical systems. reliability.

Determination of an optimum inspection plan for Improve system HSE and

RBI
critical systems. availability.
1. Maintenance Management.
Term Description
1. What is the Maintenance Leader
features. RTF Run To Failure

2. Why should the leader be effective CM Corrective Maintenance

and efficient
BD Breakdown Maintenance
3. What is the meaning of maintenance.
PM Preventive Maintenance
4. What is the meaning of
management. PdM Predictive Maintenance

5. Road map for maintenance PaM Proactive Maintenance

Policies.
RCFA Root Cause Failure Analysis

FMEA Failure Mode Effect Analysis

FF Failure Finding Task to discover the hidden failures

RBM Risk Based Maintenance

RCM Reliability Centered Maintenance

RBI Risk Based Inspection

RBT Risk Based Testing or Instrumented Protective Function (IPF)

GMM Global Maintenance Management

OSM Optimal System Maintenance

TPM Total Productive Maintenance

CMS Common Maintenance Strategy

EAM Enterprise Asset Management

TQM Total Quality Management

Two Reliability Worlds

World #1: Proactive World #1: Proactive World #2:

World #2: Reactive
Reactive

Lick your equipment... …or it will lick you!

We Lick Our Equipment or Our Equipment Licks Us!

or

Be a Licker!
Failure Pyramid

Failure Reactive

Potential failure

Proactive
Near misses /causal factors

RCA / Latent Causes

2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. Maintenance Actions
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
Corrective
using problem solving tools.
action
7. How to create Root cause work
order.
8. Troubleshooting process steps.

9. Case studies

Quick fix

Preventive
Action
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
order.
8. Troubleshooting process steps.

9. Case studies Corrective Preventive

Quick fix
action action
Maintenance Actions Types

Correction Corrective Preventive

Actions Actions Actions
Action to eliminate a Action to eliminate the Action to eliminate the
detected nonconformity cause of a cause of a potential
nonconformity and to nonconformity or other
prevent recurrence. potential undesirable
situation.
Global Maintenance
Management – CMRP
Program
Activity
Maintenance Actions Types

Correction Actions
Action to eliminate a detected nonconformity
Maintenance Actions Types

Corrective Actions
Action to eliminate the cause of a nonconformity and to
prevent recurrence.
Maintenance Actions Types

Preventive
Actions
Action to eliminate the cause of a potential
nonconformity or other potential undesirable situation.
Global Maintenance
Management – CMRP
Program
Activity
 Corrective Maintenance (CM)

Do you have products contribute on

preventing the failures
 Corrective Maintenance (CM)

Do you have products contribute on

preventing the failures
 Corrective Maintenance (CM)

Do you have products contribute on

preventing the failures
 Corrective Maintenance (CM)

Do you have products contribute on

preventing the failures
 Corrective Maintenance (CM)

Do you have products contribute on reduce

the downtime
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
order.
8. Troubleshooting process steps.

9. Case studies
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
order.
8. Troubleshooting process steps.

9. Case studies
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
order.
8. Troubleshooting process steps.

9. Case studies
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
order.
8. Troubleshooting process steps.

9. Case studies
Maintenance Time
 Maintenance Time
Failed System Administration Time Logistic Time
 Maintenance Time

Diagnosis Time Repair Time Wrench Time

2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
Maintenance Time
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
order.
=
8. Troubleshooting process steps.

9. Case studies
Wrench Time + Administration time
& Logistic Time
=

Down Time
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
order.
8. Troubleshooting process steps.

9. Case studies
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
order.
8. Troubleshooting process steps.

9. Case studies
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO
DEFINITION
chart on Minitab.
This metric is a measure of the time a maintenance craft worker spends
6. How to analyze the failures by
using problem solving tools.
applying physical effort
7. How to create Root cause work
order.
or troubleshooting in the accomplishment of assigned work. The result is
8. Troubleshooting process steps.

9. Case studies
expressed as a
percentage of total work time. Wrench time is measured through a process
called work
sampling
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

OBJECTIVES
equipment by using PARETO
chart on Minitab. The objective of this metric is to identify opportunities to increase productivity
6. How to analyze the failures by
using problem solving tools. by qualifying and
7. How to create Root cause work
order. quantifying the activities of maintenance craft workers.
8. Troubleshooting process steps.

9. Case studies FORMULA

Wrench Time Percentage = (Wrench Time Observations / Total Observations) x
100
Wrench Time Percentage = [Wrench Time (hours) / Total Hours (hours)] x 100
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
WRENCH TIME
3. How to create CM work order.

4. How to create backlog. COMPONENT DEFINITIONS

5. How to determine the critical
equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by Administrative Meetings
using problem solving tools.
7. How to create Root cause work
order.
8. Troubleshooting process steps.
Scheduled and unscheduled meetings, including safety meetings, information
9. Case studies meetings and
department meetings.

Break Time

Time for scheduled and unscheduled breaks.

2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog. COMPONENT DEFINITIONS

5. How to determine the critical
equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools. Contributing Time
7. How to create Root cause work
order.
8. Troubleshooting process steps. The time that is directly related to accomplishing the assigned work including field
9. Case studies
level risk assessments, instruction time, loaded travel (transporting materials or tools)
site cleanup, returning equipment to service and shift hand-over. This time is required
to complete the work however is not included in the wrench time calculation.
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

Instruction Time
equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools. The time when a maintenance craft worker is receiving work instruction (e.g.,
7. How to create Root cause work
order.
assignment of jobs
8. Troubleshooting process steps. at the beginning of a shift).
9. Case studies

Meeting Time

Scheduled and unscheduled meetings including safety meetings, information

meetings,
department meetings and other similar meetings.
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

Non-Contributing Time
equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by
using problem solving tools. The time not directly related to accomplishing the assigned work (e.g., breaks,
7. How to create Root cause work
order.
personal time,
8. Troubleshooting process steps. signoff and wash-up, administrative meetings, unloaded travel (not carrying
9. Case studies
materials or tools),
planning, waiting, and training).
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog. Non-Productive Work Time

5. How to determine the critical
equipment by using PARETO
chart on Minitab.
6. How to analyze the failures by The time not directly related to accomplishing the assigned work (e.g., breaks, personal
using problem solving tools.
7. How to create Root cause work
time,
order.
8. Troubleshooting process steps.
meetings, travel, planning, instruction, waiting, procuring tools and materials and
9. Case studies training).

Personal Time

The time when a worker is taking care of personal business (e.g., making or receiving a
personal phone call, meeting with Human Resources or a union steward, using the
restroom and other similar personal activities).
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

equipment by using PARETO Planning Time
chart on Minitab.
6. How to analyze the failures by
using problem solving tools.
7. How to create Root cause work
The time when a maintenance craft worker is planning a
order.
job. Includes planning emergency and
8. Troubleshooting process steps.

9. Case studies unscheduled work, including scope creep.

2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog. Total Work Time

5. How to determine the critical
equipment by using PARETO
chart on Minitab.
The total time that maintenance craft workers are being paid to accomplish work,
6. How to analyze the failures by
using problem solving tools. commonly
7. How to create Root cause work referred to as being “on the clock.” This includes straight time and overtime, whether
order.
scheduled or unscheduled.
8. Troubleshooting process steps.

9. Case studies
Training Time

The time when a maintenance craft worker is receiving formal or informal training.
Can be in a classroom or on the job.
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog. Unloaded Travel Time

5. How to determine the critical
equipment by using PARETO
chart on Minitab.
The time when a maintenance craft worker is traveling, regardless of the reason or the
6. How to analyze the failures by
using problem solving tools. mode of
7. How to create Root cause work transportation (e.g., not carrying materials or tools while walking, riding, etc.)
order.
8. Troubleshooting process steps.

9. Case studies

Waiting Time
The time when a maintenance craft worker is waiting,
regardless of the reason.
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy. WRENCH TIME
3. How to create CM work order.

4. How to create backlog.

5. How to determine the critical

Work Sampling
equipment by using PARETO
chart on Minitab. The process of making a statistically valid number of observations to determine the
6. How to analyze the failures by
using problem solving tools. percentage
7. How to create Root cause work
order. of total work time workers spend on each activity.
8. Troubleshooting process steps.

9. Case studies

Wrench Time
The time when a maintenance craft worker is applying physical effort or
troubleshooting in the
accomplishment of assigned work.
2. Corrective Maintenance Policy

1. Definition and goals. Corrective Maintenance (CM)

2. Steps to establish or improve the
policy.
3. How to create CM work order. Wrench Time analysis
Break /
4. How to create backlog.
Relief
5. How to determine the critical 8%
equipment by using PARETO
chart on Minitab. Coordinatio
n / Delay
6. How to analyze the failures by
using problem solving tools. 11%
Direct work
7. How to create Root cause work
order. 29%
Personal
8. Troubleshooting process steps. time
9. Case studies 4%

Idle at job
Receiving site
World Class instructions 14%
4%
Maintenance = 55% to
65%
Obtain tools
/ materials Travel
Late Starts / 14%
10%
Early quits
8%
Please wait